Deconstruction of Leadership Assumptions

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Deconstruction of Leadership Assumptions

Deconstruction of Leadership Assumptions – A Personal Perspective
Leaders are the influential driving force that compels people to abandon self-interests and work toward a common purpose for the betterment of all (Yukl, 2006). Individuals who hold leadership positions are held to higher ethical standards; more importantly, interpersonal and intrapersonal intelligence are seen as necessary skill sets to be effective leaders (Jossey-Bass, 2003, p. 253).
This paper is divided into four sections. The first section discusses the writer’s personal leadership style assumptions. The second section deconstructs the writer’s leadership assumptions derived from historical experiences. In the third section, the author will present a revision of these assumptions and give details how the modifications will enhance her interpersonal intelligence and intrapersonal intelligence when interacting on a professional, scholarly, and personal level. The final section is a personal perspective summary of the author’s leadership assumption and deconstruction.
Leadership Style Assumptions
Assumptions are thoughts unconsciously developed use to simplify one’s rationale for understanding and accepting what one perceives to be true (Ruggiero, 2004, p. 94-95). As early as age six, Wanda remembers being chosen and given the responsibility to decide which games the neighborhood kids would play. Even today, as a Special Emphasis Program Manager, Wanda’s role still involves being out front and leading by example. With that in mind, her leadership style continues to be influenced through personal and professional forums.
Such exposures caused her to assume her character and behavioral traits are aligned with that of a Transformational Leader. According to Avolio & Yammarino, 2002, a transformational leader takes a visionary position and inspires…...

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